Seeing the Whole Field
September 20, 2013
I spent almost all of my days as a competitive athlete in a position where all the other players were in my field of vision.
From the age of 10 until I gave up baseball at 20, I was a catcher. I spent my entire career in foul territory, observing the other players in fair, the entire diamond before me.
In basketball I was what we now call a “point guard.” As I brought the ball up court, the other nine players were in front of me.
As a high school and college football player, I was a defensive safety. No one was to get behind me; and at every snap, 21 other players were in my field of vision.
I’ve always known that participation in sports shaped very much of my character; but only recently – nearer the end of my professional career than to the start – am I seeing the whole field and appreciating the fullness of that influence. For example:
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To be the one who asks for the fast ball or curve. Or the change-up when it’s needed.
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To be the one who sets up each play and delivers the pass to get it started. And watching others score.
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To be the one who makes the tackle when no one else is left to do so.
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And most of all, to see the whole field; to see all of one’s teammates and observe how they all are indispensable to a winning performance.
Becoming Busy or Busy Becoming?
October 30, 2015
While I have served the MHSAA as an employee and several other organizations as a volunteer board member, I have gradually and probably too slowly learned to be more on the lookout for ways to help move these organizations from transactional to transformational business … from mundane and routine tasks that tread water to sea-change strategies that might cause an organization to alter its course.
I have tried to do this in different ways at different times with different organizations; but I was recently handed an idea that I think will work with almost every organization at almost any time. A speaker said, “Are we busy doing, or are we busy becoming?
That question captures the essential difference between transaction and transformation. If every board meeting and staff meeting and committee meeting would start with that question, and/or be used at the end of the meeting as the evaluation tool, the work would broaden in scope and deepen in impact. Little issues would give way to larger topics, and fascination with fads would give way to focus on future trends in our work or in society as a whole that could affect the enterprise in fundamental ways.
Are we busy doing things that will help us become not just a little but very much better at what we do? Are we striving to break down or through barriers that hold us back? Are we searching for fundamental changes not just in how we do things but how we see things? Are we enlarging our vision? Are we searching not just for new ways to do old things, but also to discover altogether new things to do that will cause us to become what our greatest aspirations desire?